Coaching has become an important managerial
instrument of support. However, there is lack of
research on its effectiveness. The authors conducted
a quasi-experimental study to figure out
whether coaching really leads to presupposed
individual goals. Sixty managers of the federal
government were divided in two groups: one
group followed a coaching program, the other
did not. Before the coaching program started
(Time 1), self-efficacy beliefs and outcome expectancies
were measured, linked to three central
domains of functioning: setting one’s own
goals, acting in a balanced way and mindful
living and working. Four months later (Time 2),
the same variables were measured again. Results
showed that the coached group scored
significantly higher than the control group on
two variables: outcome expectancies to act in a
balanced way and self-efficacy beliefs to set
one’s own goals. Future examination might reveal
whether coaching will also be effective
among managers who work at different management
levels, whether the effects found will be
long-lasting, and whether subordinates experience
differences in the way their manager functions
before and after the coaching.